| Popis: |
Investigating democratic organizations has been popular in fields such as sociology, political science, and business. However, research investigating the effects of organizational democracy from the industrial-organizational psychology perspective is lacking. The purpose of this study, therefore, was to expand the literature on organizational democracy by testing the relationships among organizational democracy, organizational commitment, and job satisfaction. A total of 85 employees participated in this study: 16 were recruited from a democratic organization and 69 participants were recruited from Amazon’s MTurk. Results did not reveal that overall organizational democracy was significantly related to affective commitment, normative commitment, or job satisfaction. However, exploratory analyses revealed that continuance commitment was negatively related to overall organizational democracy and two facets of organizational democracy: operational decision making and tactical decision making. Operational decision making was also positively related to both affective commitment and job satisfaction, and additional analyses showed that affective commitment fully mediated the relationship between operational decision making and job satisfaction and affective commitment. These findings imply that organizations may be able to increase affective commitment and job satisfaction by giving their employees more control over what happens in lower-level aspects of their job (e.g., work hours, job order planning). Future research should further examine the associations among organizational democracy facets, organizational commitment dimensions, and job satisfaction. |
